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| Criterion |  Product Strategy OKRs |  Decision Making DACI |  Innovation Design Thinking |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h Setup | 30-60 min | 1 Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 2-20 | 2-10 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | OKR set, Measurement plan, Review cadence | DACI Matrix, Decision Owner, Decision Log | Problem Statement, Prototype, Test Learnings | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | DecisionRolesGovernanceAlignment | InnovationPrototypeResearch | DecisionRolesGovernance |